hcm transformation initiative...the human capital management transformation initiative is a...

$: HCM Transformation Initiative...The Human Capital Management Transformation Initiative is a University-wide effort that will simplify and standardize HCM-rela\ ed processes, provide$
HCM Transformation InitiativeABA MeetingDate: 1/19/2018

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Agenda

• HCM Transformation Initiative Overview• High-level Timeline• Penn Employee Solution Center• Penn Engagement • Workday Status

• Supervisory Organizations• Academic Units• Cost Allocations• Other Functional Updates/Key Decisions

• Q&A

Overview – One Project/Two Workstreams

HCM Transformation

Initiative

Penn Employee Solution CenterWorkday@Penn

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Presenter

Presentation Notes

The Human Capital Management Transformation Initiative is a University-wide effort that will simplify and standardize HCM-related processes, provide expert assistance through the Solution Center, and deliver a modern system powered by Workday. Project Goals Create an integrated, modern system that increases access to data and allows for informed decision-making Standardize and optimize processes to gain efficiencies Shift from administrative/data-entry tasks to enhanced consultative and strategic support Provide support through new service delivery team and alignment of central, school, and center activities Project Approach Inclusion Transparency Focus on customer experience Two-way communication

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What Is the HCM Transformation Initiative?

Human Capital Management (HCM) represents the end-to-end processes related to managing people resources and support core functions for “hire to retire” and beyond.

HCMUniversity-wide

Scope

Recruitment& Hiring

PayrollPersonnel

Admin

Benefits

CompensationTime Management

Faculty Admin

TalentManagement

Large Scale Transformation

New HCM Workday System New Work Processes New Service Delivery Model People Alignment

Presenter

Presentation Notes

Talent Management processes include: Strategic Workforce Planning Career Development Learning Succession Planning.

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Workday@Penn Guiding Principles

Think “One Penn”

Keep it Simple

Adopt, Don’t Adapt

Innovate and

Improve

Strive For Clarity

Be Accountable

We will implement these standard, best-practice processes and procedures with a focus on what is best for the Penn Community as a whole. Through standardization we will simplify cost structures and delivery of services to our internal and external constituents

and demonstrate accountability to end users.

Guiding Principles in Action during Business

Process Design Sessions

Presenter

Presentation Notes

There are six principles that will guide us throughout this project: Think “One Penn” Do what is best for the University, not just for one school or center Be transparent, collaborative, and inclusive Adopt, Don’t Adapt Change the HCM process, not the software. Any HCM software customization should deliver 10x value to cost. Keep It Simple Minimize the HCM data entry and modifications of the same information and shared data fields in multiple systems. Utilize one HCM technology to enable efficient and uniform processes Be Accountable Every HCM data source, process, procedure, and policy requires an owner. Strive for Clarity Agree on consistent HCM terms, such as headcount or employee transfers. Innovate and Improve Consider new approaches and ideas. Monitor and measure HCM services for quality and efficiency, and take corrective action if needed.

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High-Level Timeline

Solution Center 1.0 Live

July 2017 Jan. 2018

Workday Wave 1 Live

Jan. 2019

Workday Wave 2 Live

Jan. 2020

Wave 1 Wave 2Plan & Architect

• Core HCM• Academic Unit• Payroll• Benefits• Compensation• Time/Attendance• Absence• Recruiting• Onboarding

• Performance • Talent• Learning• Effort

Reporting

Initial Focus of Expertise • Core HCM• Recruitment• Compensation• Leave Administration

PTO, FMLA, Disability Leaves

• Time Reporting• Payroll

Change in amount, errors in payment, pay dates

• Staff and LaborSystem usage, policy and procedure

Presenter

Presentation Notes

This detailed look at the timeline shows the current plan for Phase 4 milestones. Service Desk 1.0 – January 2018 Workday Wave 1 go live – January 2019 Workday Wave 2 go live – January 2020 During the Plan & Architect stage, we’ll more clearly define what is included in Wave 1 and Wave 2

Penn Employee Solution Center – Quick View

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Solution CenterTimeline

Soft launch of 1.0 on Monday, Jan. 29, withPenn early adopters

During 2018, incremental releases expand scope, Solution Center 1.1+.

In Jan. 2019, transition to support all functions within Workday@Penn

In 2020, expansion to provide irresistible employee experiences

Areas of Initial Focus of 1.0

Recruitment

Compensation

Leave AdministrationPTO, FMLA, Disability Leaves

Time ReportingeTime, PTO system

PayrollQuestions about changes in amount, errors in payment, pay dates

Staff and LaborSystem usage, policy and procedure

Vision

One-stop shop providing answers to individual faculty and staff members as well as school and center business partners

Provide faculty and staff with best-in-class customer service and timely resolutions to their inquiries and issues

Build an integrated knowledge base for the Penn community

Presenter

Presentation Notes

Early Adopter Organizations 1) Division of Finance 2) Division of Human Resources 3) Information Systems & Computing 4) Development & Alumni Relations 5) Business Services 6) School of Arts & Sciences 7) School of Nursing 8) School of Social Policy & Practice

Penn Engagement Framework

Build new capabilities Career mobilityWorkday is Iterative!

Mobility on any device No-hassle self-service

Work across boundaries

Share knowledge

Modern, agile technology

New efficiencies

People-Centered

Transformation

Penn’s Transformation Challenge

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Embrace change to foster excellence as a “change-

agile” organization

Engage the energy and passion of Penn around a shared vision and commitment to:

Excellence Inclusion Service

Support transformation with Change Management

Stakeholder assessment and engagement

Training strategy and curriculum

Workday training materials, logistics, and execution

Go-live activities Post go-live activities Strategic communications

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Communications

Stay up to date with HCM activities Website

www.hr.upenn.edu/hcm

HCM Update, monthly e-newsletterSubscribe from the website!

Email the HCM team [email protected]

Presenter

Presentation Notes

Current focus is to build awareness of needs and benefits HCM Update – Monthly e-newsletter and posted on www.hr.upenn.edu/hcm Existing communications vehicles (Almanac, Bottom Line ) Presentations to large groups (HR Council, ABA) Emails in advance of milestones Cascade information to reach all areas Leverage Change Agent Network, Steering Committee, and Sponsors Provide talking points/key messages, newsletter content, presentations, other materials, working together to tailor as needed Facilitate feedback loop to gauge effectiveness, identify issues, and adjust messaging Service Delivery and Penn Employee Solution Center Working in conjunction with early adopters to craft and deliver communications Email announcements (launch, regular reminders) Scripts to provide guidance on warm handoff from School/Center staff to Solution Center (guide voicemail, email) Electronic and print collateral (postcard, poster, etc.) Approach going forward Communications will evolve with Workday phases and as Solution Center expands Develop messages, tools, and vehicles to support stages of change (Awareness, Desire, Knowledge, Ability, and Reinforcement) Target specific messages for groups directly impacted

http://www.hr.upenn.edu/hcm

mailto:[email protected]

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Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb

Workday

Milestones

Planning

Architect

Prototype

Testing

Deploy Deploy

Change

Support

Tenants

Workday Updates 29 30 31

Service Delivery

Service Desk Startup Build Deploy

Onboarding

Change

2017 2018

Wave One Support

Plan and Kickoff

Change Strategy and Execution Plan and Develop Training Deliver Training

Discovery and Design

Iterative Configuration and Review

SIT UAT/Parallel

Content

Service Desk 1.0

Develop & Communicate

Plan, Develop, Deliver Commuications

Timeline and Scope ConfirmationWave One Start Go-Live

Foundation Configuration SIT UAT/Parallel GoldConfiguration 2

Timeline & Overall Status

Current Status Green 30 Day Trend Green

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Supervisory Organization

Supervisory Organizations group employees into a management hierarchy and are a required foundation for Workday HCM (Human Capital Management).

They provide the structure for how faculty and staff are organized, how HR business processes are enabled, and how HR data is connected in the system. Supervisory Organizations are not used to manage finances and financial responsibilities.

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Supervisory Organization

ORG 9203Benefits

Etc….

Geri Zima

Sue Sproat

Tamika Graham

Rhonda Cates

Joanne Blythe

Legacy Workday

BenefitsSue Sproat

Benefits – Health and Welfare

Geri Zima

Tamika Graham

Katrina Terrell

Benefits - RetirementJoanne Blythe

Angela Merritte

Lou Caccamo

Benefits - AccountingRhonda Cates

Eric Geiger

Pam Mason

Org/Cost Center 9203 Benefits

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Sample

Insert sample from HR Manager

Academic Units

Allow us to:

• Track academics and their appointments• Primary and secondary appointments• Named professorships

• Track visiting scholars as affiliates

• Drives academic appointment business processes• Assignment of security roles (separate of security on the Supervisory

Organization)

• Direct relationship with the Supervisory Organization for routing in Staff Business Processes

• Allowing for position changes to be initiated based on changes in rank

• Academic Unit Hierarchy• Subtypes – Center, Department, and Institute

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Cost Allocations

• The Org, Fund, Program and CREF segments of the budget code will need to be entered

• BC will be inferred by the FUND (same as in Hyperion)• CNAC will be inferred by the ORG

• Object code will be determined automatically by the worker and earning type details

• Implementation of cost allocation involves custom orgs/fields so that any future implementation of Workday Financials is not impacted

Other Functional Updates/Key Decisions

• All workers will be hired into a position within a supervisory organization.

• Multi-manager supervisory organizations will be allowed.

• HR Manager Hierarchy tool is being expanded for non-staff. Data will be used for supervisory org conversion/creation.

• Temporary (999) Social Security Numbers will no longer be used.

• Mail codes will be eliminated in favor or true address for work locations.

• EEO Data system of record will still be PennPeople. Federally mandated data will be collected at time of application and possibly onboarding.

• Cost Allocations (distribution lines) will only be used when the funding source has a known end date.

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Questions?

Stay up to date with HCM activities Website

www.hr.upenn.edu/hcm

HCM Update, monthly e-newsletterSubscribe from the website!

Email the HCM team [email protected]

Presenter

Presentation Notes

Current focus is to build awareness of needs and benefits HCM Update – Monthly e-newsletter and posted on www.hr.upenn.edu/hcm Existing communications vehicles (Almanac, Bottom Line ) Presentations to large groups (HR Council, ABA) Emails in advance of milestones Cascade information to reach all areas Leverage Change Agent Network, Steering Committee, and Sponsors Provide talking points/key messages, newsletter content, presentations, other materials, working together to tailor as needed Facilitate feedback loop to gauge effectiveness, identify issues, and adjust messaging Service Delivery and Penn Employee Solution Center Working in conjunction with early adopters to craft and deliver communications Email announcements (launch, regular reminders) Scripts to provide guidance on warm handoff from School/Center staff to Solution Center (guide voicemail, email) Electronic and print collateral (postcard, poster, etc.) Approach going forward Communications will evolve with Workday phases and as Solution Center expands Develop messages, tools, and vehicles to support stages of change (Awareness, Desire, Knowledge, Ability, and Reinforcement) Target specific messages for groups directly impacted

http://www.hr.upenn.edu/hcm

mailto:[email protected]

hcm transformation initiative...the human capital management transformation initiative is a...

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